Tau Kappa Epsilon has been on a steady course of evolution, becoming a prominent leader in the world of fraternal organizations. The value of TKE is more relevant, more meaningful, more challenging, and more urgent today than ever before. The major goals are designed to accelerate growth and enlarge capacity, unleashing all the potential of the organization.

The Strategic Plan is an inspiring call to action around an exciting vision. The journey will facilitate more invitations to new members, sustain current members and alumni, and forge active networking partnerships. TKE’s enriched vitality will become increasingly obvious in a well-resourced organization that supports members’ positive influence in the world.

Tau Kappa Epsilon has built its reputation on the honest convictions of Love, Charity and Esteem. TKE is a brotherhood, offering scholarships, educational programming and leadership development – it is the Fraternity for Life.

During the fall of 2019, the Grand Council launched a strategic planning process to research and identify the major initiatives to guide its growth over the next five years. The primary objectives focused on educational programming, member experiences, financial sustainability, risk management and leadership development.

The overall process was designed to ensure that TKE stays true to its vision, history and character, and continues to differentiate itself from other fraternal organizations with mission-driven experiences. As it is said, "The only way to predict the future is to create it."

The Strategic Plan is the result of the Grand Council’s ambitious and inclusive efforts to generate a forward-thinking growth agenda. The Plan is intended to ensure TKE’s leadership standing and to support members’ character and personal development throughout their lives, so that society is enriched by their leadership and contributions.

Strategic planning is about designing a chosen future. The process is a thoughtful assessment of the current status of the organization and the necessary steps to catapult it into the future.

The strategic planning process required a candid evaluation of the present. The most effective management approach to strategic planning includes:

• A willingness to question the status quo
• A powerful dedication to developing a framework that is bold, aspirational and attainable

Non-profit boards have a fiduciary obligation to ensure organizational endurance. Dynamic organizations sustain a strategic vision with a support structure that safeguards their mission and purpose.

A well-designed Strategic Plan is the organization’s road map to the future, and it will help the organization thrive through frequent and unanticipated occurrences and influences.

Mapping a strategic direction is one of an organization’s most difficult tasks. The pace at which changes occur – in any area, including the world of fraternal organizations – requires constant adjustment and recalibration.

The Grand Council engaged in a strategic planning process to address:

• What is the future we most desire for TKE?
• What are the gaps between the current state of TKE and our organizational goals for the next five years?

The strategic planning activity included a comprehensive survey of all board members and key supporters, eliciting specific information about growing TKE’s mission and relevance and expanding its effectiveness as a leading international fraternity.

To commence the strategic planning process, Grand Council members participated in a survey designed to assess current organizational structures and establish aspirational goals. The process was guided by a commitment to exceptional industry and national fraternity best practices. The Grand Council used the survey information to produce a Conceptual Framework.

In January 2020, Tau Kappa Epsilon conducted a survey among 113 highly involved members to obtain input regarding the Conceptual Framework which outlined strategic initiatives for future growth. The survey yielded a 46% response rate, examining participants’ opinions and attitudes toward the Framework’s major goals.

The survey data and Grand Council discussions about the future led to the formation of eight major strategic goals to be pursued over a five-year period:

People

• Enhancing Mission Alignment
• Expanding Educational Opportunity

Programs

• Growing Alumni Engagement and Affiliation
• Strengthening Reputation and Standing

Promise

• Minimizing Risk
• Bolstering Financial Stability

Potential

• Increasing Retention and Reducing Attrition
• Sustaining Relevance, Organizational Strength and Vitality

The new strategic plan includes recommended action plans, as well as strategies to advance TKE’s mission and core values against key performance indicators.